• Thuesen Roman posted an update 5 months, 1 week ago

    In 2022, media and entertainment companies notice a familiar landscape relying on consumer behavior dynamism, know-how, competitive intensity, and industry reshaping. Blend the continuing connection between the pandemic on business conditions as well as the workforce, an inflationary economy, along with a charged social and political landscape, and company leaders are steering through unpredictable terrain. Allow me to share five trends to look at in the year ahead as the industry actively works to reframe its future.

    1. Content distribution gets (more) complex

    Purchase of new original content shows no symbol of slowing as we move into 2022. Content is the fuel that drives consumer interest and engagement across platforms – streaming, broadcast and cable networks. The way the content reaches consumers, however, frequently involves a complicated decision-making process.

    The direct-to-consumer (D2C) pivot will continue to be the primary strategic priority for that industry within the coming year. Operators and investors alike are centered on subscriber growth and retention as the key performance indicators for services where switching costs for people are minimal. Despite their rapid growth during the last two years, most D2C services run by media companies remain unprofitable and consume cash, devouring resources in the overall enterprise.

    The main city intensity connected with streaming highlights the significance for media companies to harvest the financial benefits of the linear ecosystem. At the same time cord cutting gradually shrinks the universe of traditional video subscriptions, broadcast and cable networks remain cash flow engines. To prevent a dislocated unwinding of the legacy pay-TV environment and its particular valuable monthly subscriber fees and advertising revenues, network owners must carry on and direct fresh content, including sports, for their linear channels to maintain viewers engaged.

    In the year ahead, operators (specially those with no scale or capital resources to visit truly “all in” on streaming today) is going to be faced with challenging decisions around programming their streaming platforms to drive growth, as well as remaining profitable but structurally declining linear businesses to create cash flow. This is the tricky joggling act.

    Functioning on these decisions will demand sophisticated modeling and disciplined business planning that spans creative and executive priorities to own optimal mix of growth and financial outcomes.

    2. Simplified and customised experiences take center stage

    In 2022, consumers is constantly look for unique experiences and ubiquitous access to entertainment content. Firms that solve the discoverability puzzle and aggregate content in the more intuitive and accessible way will rise to the top.

    Consumers expect effortless interactions during the entire end-to-end customer journey, from sign-up to usage and billing. Accordingly, we will have more companies playing the streaming value chain. Network owners, broadband providers and connected TV manufacturers will probably be doing their best to simplify, optimize and integrate layers and compatibility tools across platforms to enhance an individual experience.

    Content discovery is now increasingly difficult for consumers as they bounce between streaming services seeking new series and old hits on the list of avalanche of accessible programming. Tech-savvy businesses that harness valuable viewership data to offer customers numerous content they want will love an aggressive advantage. In 2022, streamers playing catch-up will refine their recommendation engines based on demonstrated subscriber preferences and usage history, and tailor their marketing – in-platform and also over external channels – to produce consumers alert to every one of the viewing options.

    Bundling may also improve the buyer. The scaled digital-native streamers give you a variety of integrated offerings on their video subscribers – shopping, gaming, devices, as well as other digital services. Media companies with diversified businesses or innovative partnerships with others – including inside the digital asset arena (e.g., non-fungible tokens, or NFTs) – will aim to create their particular “flywheels” that offer a portfolio of offerings with their streaming subscribers, driving new sign-ups and adding stickiness on the D2C revenue model, extending the life span from the customer relationship.

    A deep lineup of desirable programming is table stakes for that streaming game. In a environment where individuals are juggling an increasing collection of services and switching costs are low, media companies have to deliver an experience that keeps subscribers connected and engaged.

    3. Movie night will return to the theatre

    The effects in the pandemic about the movie business have been severe. Cinema owners struggled to remain open as moviegoers stayed away as a result of virus concerns and limited availability of fresh film product. As the emergence with the Omicron COVID-19 variant is adding uncertainty, you’ll find signals pointing into a constructive path forward to the box office in 2022.

    In 2021, 13 films grossed over $100 million according to Box Office Mojo, below over 30 in 2019. Nonetheless, ends in 2021 indicated a permanent audience appetite for “blockbuster” features as reopening around the world gained steam, prompted in part with the distribution of effective vaccines. Looking ahead, a strong slate of long-anticipated tentpole movies will help drive the recovery in theatre admissions.

    A change that may hold in 2022 is the abbreviation from the exclusive theatrical window to approximately 45 days and, for many mid-size films, a day-and-date release approach so that people to view new movies from the theatre or in your own home. Following a difficult compilation of negotiations between theatres and studios, the video industry appears to have aligned while on an approach that preserves the tools in the theatrical window while acknowledging a realistic look at streaming popularity.

    The shorter first-run window will permit studios and theatres (and inventive talent) to make use of successful major releases – namely the massive ticket sales that happen on opening weekend and the following several weeks, as well as the ability for studios to leverage marketing spend for a film’s premiere into future distribution windows, specifically fast-following D2C availability.

    4. NFTs have entered the press chat

    Excitement is building around NFTs as being a vehicle for media companies to flourish engagement making use of their content and IP and may even provide a future monetization model because the market matures.

    Early adopters are purchasing NFTs associated with sports, art, collectibles and more, acquiring one-of-a-kind digital assets that are easily tradable and whose ownership and authenticity are recorded via blockchain technology.

    To participate the action, media organizations are forming relationships with NFT technical specialists and marketplaces to produce offerings that enable consumers to engage in an entirely new way making use of their superheroes, movie and television show scenes as well as other content. NFTs allow media industry players to generate cross-platform consumer interactivity anchored in proven IP and to build new communities by extending the buyer relationship into emerging digital areas.

    In 2022, the press and entertainment industry will undertake a lot of NFT innovation and experimentation. The cost-effective return of those efforts is unclear; today, NFT projects in media and entertainment space are essentially marketing investments intended to power engagement also to access fans – especially those active in crypto – wanting to deepen their connection to popular content. Later on, media companies could generate royalty income linked to secondary sales of NFTs… perhaps in transactions associated with activities going on in the metaverse.

    5. M&A remains a popular item on the menu

    Throughout the last 1 year, the media and entertainment industry saw the greatest players execute on a number of transactions – landscape-shifting megamergers, bolt-on acquisitions of smaller studios including properties located in international markets that produce localized content, targeted deals for niche IP assets that can be leveraged to generate fresh programming, and innovative joint ventures meant to accelerate global streaming growth over a capital-efficient basis.

    In 2022, the consolidation of studios and networks will continue as companies attempt to build the content, capabilities and scale needed to battle the digital-native behemoths who gain from tremendous financial and operational advantages.

    After deal headlines fade, management teams will face the heavy lift of integration, right-sizing and realigning front office operations, IT systems and corporate infrastructure to attain ambitious efficiency goals. Cost savings realized through integration will fund future growth investment and boost profits, an integral objective since the industry transitions through the stable, high-margin linear world to some streaming ecosystem that drives less-profitable revenue (for the present time).

    Robust conditions privately and public capital markets are enabling companies to sell non-core businesses as well as other corporate assets that not fit their evolving growth strategies or capital allocation priorities. Accordingly, asset divestitures might be a key trend in 2022 as well. Activist investors may play a task in a few of those transactions, being another catalyst for change.

    The media and entertainment industry is definitely a whirlwind of strategic activity as companies build, renovate and destroy business portfolios in response to market developments, and 2022 will not be any different. These five trends indicate that this media market is poised for one more year of exciting change, as companies drive innovation, tackle new challenges and capture opportunities to position themselves for growth.

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